| Over many years of studying leadership, I have | | | | When I learnt that my mom was wrong, that |
| reached a series of conclusions that I believe | | | | being too big for my own boots was good, that's |
| underpin the very nature of successful leaders in | | | | when I blossomed as a leader and started doing |
| businesses of any size. These are unconventional | | | | my best work. While ever I was worried that I |
| thoughts that I believe are suited to today's | | | | was getting too big for my own boots, I was |
| business environment. | | | | more worried about what other people were |
| These have been written from the perspective | | | | thinking about me and my style. I was taking on |
| that many of the problems leaders face today | | | | the self-limiting beliefs of others. |
| are unconventional; quite complex. So it goes that | | | | Once I embraced 'big-bootedness' I stopped |
| leaders need to be a little bit unconventional in | | | | worrying about what other people thought and |
| their approach. | | | | just got on with my career. |
| I will share three ideas with you in this article that | | | | I've seen this on a number of occasions in my |
| deal with Guilt, Getting too Big for Your Boots, | | | | career, and read about it too. Look at just about |
| and Gluttony. The first two deal with issues that | | | | any successful leader and there's every chance |
| affect the leader personally, while the third is an | | | | they've exceeded their boot size plenty of times |
| idea that involves all employees. | | | | despite what others think; and like anything we do |
| 'Face Time' Feeds the Guilt Monster | | | | it's how you go about doing it that determines |
| Many mediocre leaders feel guilty for all sorts of | | | | whether we are being conceited or just plain |
| reasons; however this impacts on their ability to | | | | confident in the way we get too big for our |
| lead effectively. A classic example is one that is | | | | boots! |
| seen on any given work day. The senior | | | | Gluttony - It's Not All that Bad! |
| executive who is down with the flu still comes | | | | Food brings people together. I remember many |
| into work. This is the same senior executive that | | | | years ago when I turned up late one Friday |
| tells their staff to stay home if they are sick. So | | | | afternoon to a transport company located in |
| why does the senior executive still come to | | | | central Queensland where I was due to spend the |
| work? Because they feel guilty that if they aren't | | | | next couple of weeks on a training project. The |
| seen to be putting in 'face time' they believe they | | | | barbeque was fired up, the drivers were all milling |
| aren't doing their job; either in the eyes of the | | | | around reminiscing about the week that was; it |
| CEO or their team. Other similar situations are | | | | was heartening to see such a great sight. Little did |
| when the leader needs to lock themselves away | | | | I know that like most trucking companies there |
| for a day to get a project completed on time. | | | | were enemies. Drivers that barely got along any |
| But they don't because they feel guilty that they | | | | other day of the week; but the Friday afternoon |
| aren't available to their team, or that they aren't | | | | barbeque brought everyone together for the time |
| seen to be available by their boss. Sometimes a | | | | that it took to down a couple of hamburgers. This |
| senior leader just needs time out to think, ponder | | | | was a smart boss. |
| and plan. There's nothing wrong with that, yet I | | | | In most places food is something that brings |
| can guarantee that in most organisations this | | | | people together; and I have experienced on many |
| would be frowned upon because of the traditional | | | | occasions the calming effect a brewing pot of |
| view that 'face time' is critical. | | | | coffee or the smell of Danish pastries can have |
| My advice? Don't feel guilty. | | | | on a maddening group of employees ready to |
| Leaders use their brains as their primary resource. | | | | lynch the boss at any given moment. It's kind of |
| Just as a truck driver needs to rest on the hour | | | | like when the bee-keeper smokes the angry bees |
| to avoid fatigue, or a carpenter needs to take a | | | | and they go into a trance that allows the |
| physical rest every now and then to avoid | | | | bee-keeper to do what he wants. If a boss needs |
| overdoing it, a leader needs to recognise that | | | | to address an angry team, he can preserve some |
| their brain too is a muscle that needs a break. | | | | form of civility from the outset by brewing the |
| Why take work home and brag about the | | | | coffee and supplying the snacks. |
| tiresome amount of hours you did at home the | | | | Sure, it's not always that simple, however it is all |
| night before? It wins no genuine respect; it only | | | | about strategy and rapport. The one thing you'll |
| breeds a culture of guilt that 'face time' and long | | | | always have in common with your employees is |
| hours are the only way to get ahead. This doesn't | | | | food, and this is a smart way to acknowledge |
| sit well with our next generation of leaders either; | | | | that there is a starting place for discussions that |
| if anything it just widens the gap that exists | | | | everyone can agree on. |
| between Generation Y and the older Generation | | | | This article has only touched on the issues of guilt, |
| X'ers and Baby Boomers. | | | | face time, being prepared to stretch and bringing |
| Get Too Big for Your Boots | | | | people together. If you see merit in any of these |
| Don't listen to your mother who used to tell you | | | | ideas, and you aren't doing any of these, I |
| when you were growing up not to get too big for | | | | strongly encourage you to try them out. Each of |
| your boots. If you don't get too big for your | | | | these areas bear further thought and can easily |
| boots then you will never graduate to a newer, | | | | be trialled; especially the food idea. |
| bigger pair of boots. Just like new boots can be | | | | In my next article I will explore this a little further |
| painful to adjust to, when you get too big for | | | | with the aim of providing leaders with |
| your own boots you will experience growing pains | | | | unconventional ways to solve unconventional |
| - but you get over them. | | | | problems. |